Management and Leadership, Research Paper Example

Abstract

The paper discusses a clear distinction between leadership and management. Conceptual differences are delineated. The role of motivation in management is also discussed. The paper is designed to educate new entry-level supervisors about the role of management, effective leadership, and motivation in organizations.

Introduction

Effective employee development is impossible without a clear understanding of what leadership and what management is. Understanding the roles of managers and leaders is the first step to better employee motivation, and as a result, improved productivity and performance at workplace. Although there is some kind of crossover between management and leadership, employees must realize what they, as successful supervisors and managers, can do to boost trust and confidence in their subordinates and in what way management can work to motivate employees in their organizational strivings.

Management vs. Leadership: Different Aspects and Conceptual Differences

While good managers are expected to be good leaders and good leaders are believed to be good managers, there is a clear distinction between management and leadership. Management is usually about obtaining and managing resources for the sake of achieving specific organizational results. Armstrong and Stephens (2005) view management as the process of achieving results by obtaining, utilizing, and controlling different resources, including finances, people and information. Leadership, in its turn, is about people; in other words, leadership is primarily concerned about developing and communicating the vision, values, and principles (Armstrong & Stephens, 2005). Human trust, confidence, commitment and engagement are also the topics of the major leader’s concern. In this context, the distinction between management and leadership is important in a sense that management is limited to resources, while leadership emphasizes the role of people in all organizational processes, which means that effective management is impossible without talented leadership. The conceptual difference between management and leadership is in that management makes plans, creates budgets, develops timetables to implement strategies and converts plans into financial goals; leadership, in its turn creates visions and strategies, which altogether shape a clear vision of the organization’s future and create a logic “for how the vision can be achieved” (Kotter, 1999).

Managers as Motivators

Generally, a good manager is expected to perform in accordance with specific standards. These include providing direction, facilitating change, achieving results, meeting customer needs, using resources, and managing self and personal skills (Armstrong & Stephens, 2005). However, a good manager is also expected to be a good motivator. In this sense, there is some kind of crossover between management and leadership, because motivation is also associated with leadership. The word “motivation” has its roots in the Latin word “move”, which implies that motivation is a “combination of external and internal factors that generate energy and desire in people to be interested in and committed to their jobs or their efforts while trying to achieve their organizational goals” (Kroth, 2007). Motivation is characterized by the three critical qualities – energy, direction, and sustainability (Kroth, 2007). Energy implies the need to find the aspects and drivers that can energize employees. Direction means that a good manager is able to set the direction for energized employees on their way to organizational objectives. Sustainability requires that managers maintain this sense of commitment and energy in their employees as they are working their way to organizational goals and objectives (Kroth, 2007). In practice, for a manager or supervisor to be a good motivator means to avoid making the four serious mistakes: a good motivator will avoid treating employees as inferior creatures, saying one thing and doing another, abandoning employees, and being unfair (Kroth, 2007). That means that a good manager and a good motivator will not deceive employees, will treat them fairly regardless of their personal or professional features, and that employees will always have a chance to address their supervisor for assistance and support. However, if a manager cannot avoid unfairness and discrimination in organizational environments, if a supervisor cannot provide employees with continuous professional and personal support, and if there is no clear and fair atmosphere of collaboration and support in the organization, all these will work against the principles of motivation and will undermine the quality of employee performance at workplace.

Conclusion

Although there is some degree of crossover between leadership and management, there is a clear distinction between them: management is about effective resources, while leadership is all about the vision, values, and future directions. Management is impossible without leadership, while leadership without good management can fail, too. A good manager is expected to be a good motivator, who will be able to energize and direct employees, and will create a fair atmosphere of cooperation and collaboration in the organization.

References

Armstrong, M. & Stephens, T. (2005). A handbook of management and leadership: A guide to managing for results. Kogan Page Publishers.

Kotter, J.P. (1999). John P. Kotter on what leaders really do. Harvard Business Press.

Kroth, M.S. (2007). The manager as motivator. Greenwood Publishing Group.